Selection Criteria and the Person Specification

Selection Criteria and the Person Specification

Until and unless a company discloses all the relevant information that is helpful to select a candidate for an interview (what that company is especially looking in a candidate), it is not possible for them to make a profitable decision. Not only will the approach and selection methodology become a difficult aspect, but also the selection methodology will become extremely tough.

Validation in his aspect will also become problematic. There are certain attributes on the grounds of which the selection process is completely dependent. Some of those which companies use as their selection pointers:

1. Education
2. Motivation
3. Interests
4. Special attributes
5. Personal attributes
6. Qualifications
7. Experience
8. Skills

Even if these are the important aspects that help in the complete selection process, these individual specifications are not considered as an essential factor as selection process by IRS.

If you go through the study of Lievens et al. (2002), you will find the utilization of traditional process of choosing the appropriate candidate for a specific post or posts. If we consider the perspective from the point of view of IRS, there are 3 criteria which are helpful in the evaluating the selection methodology. Those are:

• Job fit
• Functional or team fit
• Organizational fit
  

Job criteria on individual basis

Job description in this context can be explained to be contained as per the specifications of the post for which candidates are selected. Derivation for such types of processinvolves analysis of that job. It is an important aspect where it is necessary to understand the fact that it is no simple method where specifications can be made to select a particular candidate from the sea of potential employees.

It was in 1993 when Wilkinson and Van Zwanenberg combined their perspective and named it as dual perspective. As per the details or info which they gave, they believed in the ‘person later but job first’ theory. They also gave an explanation for the other theory of ‘job later and person first.’

As per the suggested perspective by both of them, the 1^st step is related to analyzation of the work that is given for completion. The second step involves into describing the job. The final step, in this case, is imperative to be considered and followed to complete the selection process. It is the essential part of the analysis of competencies or attributes of a candidate so that a recruiter can ask and understand their personal qualities. This analyzation can help them to sieve out their desirable candidates who can prove to be a profitable addition to their organization.

If you look closely in the translation process, then you will find that both tasks and job demands do change constantly. It is because of these types of changes that make the entire process tire some and difficult.

Now, we will take a look at the alternative option that is suggested by Wilkinson and Van Zwanenberg. As per the other suggestion that this duo gave a particular task or job can be successful only when a company can identify a person eligible or fit for that job. Apart from it, the company makes sure what other job trends that particular candidate can work upon. So, this makes the candidate a better choice when the company can think of either keeping that candidate for that particular position or send him or her for other positions.

One of the characteristics that have been not considered for analysis the characteristic of a candidate is competencies. Negligence of this leads to the downfall of superior or effective performance. Few of those performances in this case are:

• Social role
• Self-image
• Traits
• Motives
• Knowledge
• Personal skills

There are few amongst the list of various other variables. A look at Boyatzis 1982 will help you to get the details of such types of personal characteristics.

If you look out for the benefits of competencies, there are many in the list. Some of them as per utilization in brief are:

1. Reward activities
2. Appraisal

• Development

1. Selection
2. Behavioral indicators

As per the last benefit, it can be said that with the help of these indicators it becomes a bit easier to make an appropriate assessment. It is in chapter 17 that you will find the complete discussion related to the role and nature of competencies.

In case you are wondering about the details about the utilization of competencies, there are 2 of the important resources that canguide you its usefulness. Those 2informative sources are:

1. Hollyforde and Whiddett (1999)
2. Woodruffe (2000)

It is of prime importance that you need to keep in consideration that these competencies are thought to be used in selection criteria,giving the resultant to be unhelpful and limiting.

Team and Functional fit

You can expect to find functional criteria in a task. This criterion can be found in between accuracy related to job criteria and that of organizational criteria in ageneralized sense. When we discuss about functional criteria, its usual version generally is from the team member of HR department and their precise interpersonal skills.

You can also consider this to be an essential factor in case of the new appointee. The concern is mainly to create an ambiance for them in a team that exists beforehand with experienced members.

If you take a look at Werbel and Johnson 2001, you will read about eh discussions related to group or person in that context.

Organizational fit

In the previous section (the one above), you came to know about the term organizational criteria. A simplified explanation relates to this involves highlighting a company’s attributes which it considers valuable. It mainly comprises of the existing and possibly potential candidates who in future can serve in such a way that will bring profit to that company.

One of the instances that will help you get a better understanding of the entire fact is the expansion of a company. While innovating or expanding a business, the company chooses potential employees who do not have any issues related to adaptability and flexibility.

On checking out the prior organizational criteria, you will find rare explicitness of such criterion. In most cases, those were only at the intuitive level. Nevertheless, arguments related to the companies by Townley were suggested towards generalized values and attitudes. He also stated to consider those criteria which are based on narrow task. Irrespective of this statement, he made it clear that the focus should be on the former and not on the later.

If you wish to comprehend the explanation related to organizational fit, you can tread the exposition by Barclay. As per his statement, expression of organizational fit can be highlighted by:

1. Goals
2. Commitment

• Flexibility

1. Attitudes
2. Personality

Explanations from the perspective of these 4 factors are better than the elucidation of selecting a candidate who is best at doing a job for which they are hired.

In a company where the positions or jobs are not defined in a good way or which faces constant changes, organizational criteria is a huge aid to the candidates as well as the company. Now there are also certain companies who hire people for their establishment rather than looking out those who can sit fit with the job role. Such group usually comprises of recently graduated students who are generally flexible with any type of job present in the company.

Solve this

Links of Previous Main Topic:-

• The nature of human resource management
• Strategic human resource management
• Planning jobs and people
• Strategic aspects of resourcing
• Contractors and their contracts with consultants
• Recruitment
• Selection methods and decisions
• Selection as a two way process

Links of Next HR Management Topics:-

• Choosing selection methods
• Selection methods
• Final selection decision making
• Validation of selection procedures
• Summary propositions selection methods decisions
• General discussion topics in selection methods and decisions
• Staff retention
• Ending the contract
• Strategic aspects of performance
• Organisational performance
• Individual performance management